CRAIG MOHRHARDT

***** ******* ** ****: 231-***-****

Spring Lake MI 49456 acsztr@r.postjobfree.com

CAREER SUMMARY

An accomplished Finance and Operations leader with an extensive background in world class manufacturing. P&L leadership experience includes strategic planning, business development, productivity improvement, quality enhancement, organizational alignment and cost reduction. An adept communicator and motivator with excellent interpersonal, analytical and general management skills. Distinctive ability to develop strategies, align resources and equip people for achieving sustainable competitive advantage.

BUSINESS EXPERIENCE

Steel Craft Technologies

Manufacture of steel plates, die sets and fabrications

Senior Cost Accountant 11/14 – 9/15

Responsible for inventory control, job costing, month end reporting, overhead allocations and special projects.

Eliminated the need for a monthly physical inventory by controlling and reducing average monthly shrinks by 60%.

Developed a job costing system for the newly implemented ERP system.

Implemented a scrap recovery program to control and monitor $800,000 in scrap.

Reduced time to prepare financials by 50%

Cygnus Inc.

Manufacture of computer work stations and carts for the medical industries

V.P. of operations 2013 to 2014

Responsible for complete operation of plant floor. This include maintaining production schedules, quality control, safety and over all daily operations.

Added in house capabilities to product our own wood products which had always been out sourced and accounted for over 35% of our total cost. This required sourcing and the purchase of four used pieces of capital equipment, delivery and set up of the equipment, setting up a work cell, sourcing raw materials, hiring and training staff and setting standard for process and quality. This project was completed on time and on budget with yielded a four month return on investment. This capability has also allowed us to enter into several new business opportunities for new growth.

Developed and maintained production schedule while working with sales to meet customer requirements.

Implemented learn process for the floor and office operations.

Added two new large customers in the non medical field to add diversity for future growth and product offerings.

HARBOR INDUSTRIES, INC. 1986 to 2013

A leading designer, developer and producer of point-of-purchase displays, store fixtures and digital media solutions for domestic and international consumer goods companies and retailers (www.harbor-ind.com).

Senior Director of Northern Operations 2007 – 2013

Direct a full range of operational initiatives designed to optimize lean manufacturing, assure product quality, delight the customer and attain P&L targets. Key responsibilities include strategic planning, business forecasting, capital projects, supplier relations and workforce development. Report directly to the President/CEO, serve on the Senior Leadership Team and lead a 200-employee organization through a 10-member Operations Management Team based in Charlevoix, Michigan.

Reduced raw material inventory levels 52% from $7.3 million to $3.5 million by selectively eliminating obsolescent inventory over a 30-month period while implementing timely end-of-run assigned cost allocations and a disciplined approach to continuous improvement.

Implemented an approved cycle-counting program over a 12-month period which achieved and continuously maintained a 99.5% accuracy level, partnering closely with the Company’s external auditors on processes which enabled the elimination of the annual physical inventory.

Secured $1.2 million in annual cost savings by eliminating redundancies in job functions and implementing a wide variety of lean manufacturing processes which significantly improved overall operating performance.

Cost-effectively addressed overcapacity constraints and upgraded aging equipment by justifying a $350,000 capital investment that yielded a four-month payback on two CNC machine centers and an edgebander.

Increased machine utilization 50% and virtually eliminated the need to outsource overcapacities, reducing set-up times from 40 to 15 minutes on key production equipment by implementing lean processes which automated CNC programming.

Reduced material movement, increased inventory accuracy and improved operating efficiencies by implementing a paperless work list for all mill functions as well as a daily work schedule for all areas of the facility.

Championed a game-changing business diversification plan for high-end furniture products projected to generate in excess of $1 million in annual incremental revenue and implemented exclusively on excess capacities of equipment, people, space and other resources.

Upgraded overall business literacy and technical knowledge of the workforce by raising cost awareness, providing lean manufacturing education and developing depth through mentoring, cross-training and succession planning.

CRAIG MOHRHARDT Page Two

Corporate Controller 1993 – 2007

Assistant Controller 1992 – 1993

Manager – Costing and Accounts Payable 1989 – 1992

Cost Accountant 1986 – 1989

Progressively-responsible finance and accounting assignments culminating in the management of all budgeting, costing, pricing, estimating, payables and the general ledger system. Responsibilities also included the annual budget, all external auditing functions, year-end inventory valuations and financial reporting. Supervised a team of pricing coordinators, general accounting clerks, payables coordinators, cost accountants and several general administrative staff members. Reported directly to the Vice President of Finance/CFO.

Effectively merged the estimating and costing functions to improve the accuracy and timeliness of the Company’s profitability statements.

Developed and maintained a standard cost system while retaining the ability to track cost by jobs or projects.

Automated the payables system to interface with ERP, reducing manpower, eliminating paper document retention, improving accuracy, reducing audit time and improving performance.

Played a key leadership role in project pricing and estimating, working closely with the sales staff and operations in developing long-term customer relationships.

Improved the accuracy of estimates and boosted gross margin by initiating/managing a standard commission structure based on profitability.

Managed the month-end closing cycle for cost of goods sold, including the preparation and issuance of the monthly gross margin analysis and quarterly gross margin ranking report.

PREVIOUS EXPERIENCE

Served as General and Cost Accountant for Beatrice Cheese, Inc. Responsibilities included the costing of more than 200 types of finished products along with inventory controls for this $20+ million Grade A dairy manufacturing plant. Key accomplishments included the establishment of a new computerized inventory control system, a substantial reduction in handling costs, achievement of a 98% inventory accuracy record and the reduction of shipping errors/distribution mistakes.

EDUCATION

BBA Accounting Grand Valley State University

Continuing education events include: Lean Manufacturing, Regulatory Compliance, Safety Standards, ISO Certification and Renewal, Time Management, Organizational Skills and Workforce Productivity.

Organization-wide training includes: Mastering the Rockefeller Habits (Harnish), The Speed of Trust (Covey), The Five Dysfunctions of a Team (Lencioni), Got Lean (Lubbers) and Good to Great (Collins).

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